The Strategy Skills Podcast: Strategy | Leadership | Critical Thinking | Problem-Solving

577: Former Submarine Commander L. David Marquet on How Leaders Make Better Decisions

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Aug 13, 2025

L. David Marquet, a former nuclear submarine commander and author of Leadership Is Language, revolutionizes the way we think about leadership. He shares his journey from traditional command to a collaborative approach that empowers teams. Key insights include replacing permission with intent to boost ownership and clarity. Marquet also discusses the importance of separating doing from thinking to enhance decision-making. He advocates for cultivating a 'student mindset' to combat organizational biases and urges leaders to embrace feedback for growth.

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ANECDOTE

Captain Who Stopped Giving Orders

David Marquet stopped giving orders after an officer followed a bad order and said it couldn't be done on the new submarine.
That moment compelled him to change command style and stop telling people what to do so they would start thinking.

ADVICE

Replace Permission With Intent

Replace requests for permission with statements of intent like "I intend to..." to shift ownership to the decision-maker.
When people state their intent they already own the decision and leaders can ask clarifying questions or stop unsafe actions.

ADVICE

Ask People To Wear Your Shoes

Ask people to imagine themselves in the leader's seat or as their future self to change their perspective before deciding.
Prompting "If you were me, what would you do?" often produces better, broader thinking without new data.

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L. David Marquet, former nuclear submarine commander and author of Leadership Is Language, shares a precise, operational approach to leadership, one that replaces command-and-control with a language designed for clarity, ownership, and adaptability. Drawing on his experience turning the USS Santa Fe from one of the worst-performing submarines in the fleet to one of the best, David shows how seemingly small shifts in language can radically improve decision-making, learning speed, and execution.

David rejects the traditional leader–follower model in favor of a leader–leader framework, where decision rights are pushed “to the people closest to the information.” He explains how questions, statements, and the timing of communication directly shape whether teams think critically or default to compliance.

“What we say and when we say it changes what people do. Language is a leadership technology.”

Key Takeaways:

Replace Permission with Intent Moving from “Can I…?” to “I intend to…” changes accountability and ownership: “When people tell me what they intend to do, they’re already owning the decision.”
Protect Redwork and Bluework David distinguishes between redwork (doing) and bluework (thinking/planning) and stresses keeping them separate: “Mixing them degrades both. You want focused doing and focused thinking.”
Sequence for Thinking, Not Speed Meetings often reward quick answers over thoughtful ones. Asking the most junior person to speak first helps reduce conformity bias.
Use Language to Invite Dissent Adding uncertainty—“I’m not sure, but…”—creates psychological safety and surfaces crucial information that might otherwise stay hidden.
Leaders Design Systems, Not Just Give Answers The leader’s job is to build communication structures that distribute thinking and enable faster adaptation in changing conditions.

This episode is a practical blueprint for leaders who want to operationalize empowerment without losing control. By deliberately changing how they speak and listen, executives can create teams that are more resilient, accountable, and high-performing.

Get David’s new book here: https://shorturl.at/sv6QO

Distancing: How Great Leaders Reframe to Make Better Decisions

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